


https://webspace.utexas.edu/neg259/finalfinalwebsite/jpgs/html/index.html


The curves from the outside continue inside the office. The inside is mostly white to make it look more fresh and modern away from the common static and dull business offices we are use to seeing.



“Graphic design is a means, not an end. A language, not content.”
-Tibor Kalman, Perverse Optimist
“ We’re not here to help clients eradicate everything of visual interest from the face of the earth. We’re here to make them think about design that’s dangerous and unpredictable. We’re here to inject art into commerce. We’re here to be bad”
-Tibor Kalman and Karrie Jacobs, from Print magazine, Jan/Feb 1990
In 1979, Kalman founded his New York based design firm M&Co with Carol Bokuniewicz and Liz Trovato. Named after Kalman’s wife Maira, M&Co started by doing standard design studio work such as print advertisements and CD covers. The humble beginnings of M&Co necessitated its willingness to take on whatever projects the studio could acquire. Yet, even with the creative limitations, the products were still clever, witty, and groundbreaking in its “undesign” method of design. The advertising campaign done in 1986 for Restaurant Florent,
mainly designed by employee Alexander Isley but with Kalman’s input, greatly attributed to the company’s notoriety. For example, yellow page icons were used to represent each point of information. The truck is chosen to symbolize Florent’s location in the meatpacking district, a simple chair stands for the comfort of the restaurant, and a gun for the crime rate of New York City. There is a clear sense of humor in this piece, but none of the social advocacy that will become prevalent later. Only after years of client-based work was it possible for Kalman to have the financial backing to take the company in a direction more parallel to his design philosophy. In 1989, for the annual Christmas present to their clients, Kalman chose to insert a series of messages and $26 in a secondhand book. The messages reflected the presumed indignant thoughts of the client upon receiving an old book as a present; however, the true message
of the gift
was revealed at the end, where a message proposed the idea of donating the included $26 to a charity, complete with a stamped and addressed envelope. The majority of work done by M&Co cannot only be attributed to Kalman, but rather to his employees. He never claimed to draw well, nor did he have any formal training in design; he was known for his ideas. It might seem that M&Co is not an accurate account of Kalman’s design talent, but rather a documentation of the range of talented designers he employed. Anecdotes from interviews with his former employees reveal their boss to be an avid perfectionist that almost drove them mad. However, the legacy of his influence shows in designers such as Alexander Isley, Steven Doyle, and Stefan Sagmeister, all of whom produced great work at M&Co and left to eventually start their own successful firms. Kalman’s design principles still make a lasting impact in the world, if only through the work produced by those he influenced.
approached Kalman with an offer to work as editor in chief for Colors magazine. As an experimental side project for Benetton, Colors was promoted as “a magazine about the rest of the world”. Steven Heller makes the point best in his essay “The Man Behind the M” when he notes that “[Kalman] had zipped through his entire career to arrive at a point in his life where he could now hone in on how design could be used as a tool for communication and propagation of his ideas”. Upon accepting the job, Tibor Kalman was handed a blank canvas to execute his creative liberty. It was almost entirely devoid of any advertisements, and each issue concentrated on a single topic of cultural taboo. Among hefty issues such as race, religion, and AIDS, the issue for which Kalman is arguably best remembered is Colors issue 4 on racism. He sought to confront the audience of the existing racism in e
veryone. Using photography by Olivier Toscani, he formed provocative text-image relationships to communicate his ideas. In one section, various celebrity icons are retouched as a different race. Queen Elizabeth is black, and Pope John Paul II is Asian. Each of the 13 issues produced by Kalman was equally as visually compelling as the issue on Race. Regarding Kalman’s direction of Colors, Thomas Frank finds the magazines “Consumerism is a treatable disease”
-Tibor Kalman, Perverse Optimism
Building on this debate, Kalman’s 1998 manifesto “Fuck Committees” is his final zealous didactic on anti-corporation. He writes fervently on his disapproval for the corporate takeover of culture, stating that “the creative people are now working for the bottom line” only to satisfy “the lowest common denominator”. The majority of the essay vents on the self-destructing state of American culture into a corporate culture. Only in the final paragraphs does his “perverse optimism” appear, where he concedes that despite the grotesque progression of society, the subject of his tirade is “only 99 percent true”. Unlike the issues he presents in Colors, Kalman suggests a solution. To treat this consumer disease, he calls for designers to find “the cracks in the wall, [lunatic entrepreneurs] who understand that wealth is a means, not an end”. His resolution presents more cause for scrutiny than satisfaction. To use and follow the force that is the enemy is an oxymoron. This contradiction has also been debated in his use of Benetton sponsorship for his supposedly anti-corporate Colors project. Strangely, Kalman has also equated wealth and graphic design with the same definition. Moreover, to refer back to “Half Empty”, Kalman’s rant is based on “an oddly dated view of the world of business”. According to Frank, the battle of the corporation versus creatives was prevalent in the ‘60s, but not in the modern day. From my experience in college so far, today’s Big Idea driven marketing and advertising is not only a strategy employed by all the major companies, but also taught to lecture halls of students as the most sought after talent in the creatives. Thus, Kalman might have been entirely shortsighted or dated in his view of this corporate problem and his “radical” solution for redefining culture.“Eventually you’ll forget all this but there will be plenty of new ideas to choose from. And I believe that they’ll be better.”
-Tibor Kalman, Perverse Optimist

















